Habits of Mind for a Culture of Inquiry

This paper examines a portion of a developing set of ideas on the habits of mind for a culture of inquiry and the influence of resiliency discussing the linkages among self-awareness, leadership character evolution, leadership development, and collaboration. What is resilience? Resilience commonly defined as an individual’s personal ability to recover from loss or setbacks both minor and extreme. Leaders with a high level of resiliency do more than recover, they act.

They can create plans of action that take an organization from a place of defeat to thriving.

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Hughes (2016) identifies the following habit of survival: emotional self-awareness, self-regard, impulse control, stress tolerance, optimism, and flexibility. Additional self-awareness comes from the identification of one’s fears. Scrutiny and challenges are part of the culture of inquiry.

Professional scrutiny and criticism, but also that such criticism is essential to scientific progress (Shavelson, R. and Towne, L, 2002). Leader development is crucial to the survival of scholars, practitioners, and leaders in a culture of inquiry. Developing leaders who are resilient is vital to maintaining the framework of these habits.

This paper examines a portion of a developing set of ideas on the habits of mind for a culture of inquiry and the importance of leader resiliency in such a culture. What is resilience? Resilience commonly defined as an individual’s personal ability to recover from loss or setbacks both minor and extreme. Leaders with a high level of resiliency do more than recover, they act. They can create plans of action that take an organization from a place of defeat to thriving. Good leaders can assess their organizations from multiple viewpoints. Some underdeveloped leaders choose to run from risk and turn away from any situation that may lead them to make risky decisions. Others are so fearful of stepping outside of their comfort zone they ignore opportunities for growth. A confident leader can accept critical feedback and seeks out the opportunity to lead change — the type of leader that catches weakening resiliency in themselves and organization before they become areas of crisis. Still, adversity is difficult and challenging on leaders, however, changing one’s mindset to view this as a possible growth exercise is a challenge.

Building resiliency is a learned craft, one which should be trained and practiced daily. Leaders are looked to, to take charged when adversity strikes. The ability to quickly shift from cause to action is only successful if a leader has built a high level of resiliency (Margolis & Stoltz, 2010). How can, as scholars and business people, develop resilience in our modern, distracted, lives? Under the right conditions and factors, adversity can create opportunities for self-awareness, leadership character evolution, leadership development, and collaboration– all components of resilience (Allison, 2011).

Unconsciously we operate under the umbrella of dear daily. Hughes (2016), discussed the impact of socialization and formal education on a leader’s ability to give in to instinct. Over time, we learn to be more aware of judgment, more cautious and more analytical. These habits o have created fears (Hughes, 2016): fear of the messy unknown, fear of being judged, fear of the first step, and fear of losing control. All of which impact leaders and their ability to recover from stress, accept constructive feedback or succeed after failure.

Leader development is crucial to the survival of scholars, practitioners, and leaders in a culture of inquiry. Developing leaders who are resilient is vital to maintaining the framework of these habits. The culture of science supports the requirement of developing in order to support, “form of life…as well as through concerted efforts to train new scientists in certain habits of mind” ( Shavelson, R. and Towne, L, 2002). Things such as self-awareness, leadership character, leader development, and collaboration; together with consist reinforcement, resulting in leaders that can sustain and succeed in a culture of inquiry.